MARION COUNTY BOARD OF COUNTY COMMISSIONERS

Strategic Human Resources: Delivering Business Results

Human Resources 521 S.E. 26

th Court

Ocala, FL 34471

352-438-2345

www.marioncountyfl.org

Business Plan Fiscal Year 2012-2013

QR code for department external website QR code for department business plan

http://www.marioncountyfl.org/

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MCBCC Human Resources Business Plan

Table of Contents

1. Table of Contents……………………………………………………………….….…...2

2. Executive Summary……………………………………………………………..….…..3

3. Business Description & Vision………………………………………............................6

4. Definition of the Market…………………………………………….............................. 9

5. Description of Products and Service Processes ………………..……………….……..13

6. Organization & Management……………………………………….............................17

7. Marketing and Customer Service……………………………………………………...20

8. Financial Management, Performance Measures, Benchmarks and Comparatives…… 22

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Executive Summary

On February 1, 2012 each Marion County Board of County Commission Department was tasked to update their

Business Plan. The Human Resources Department Business Plan is intended to be a working document that will

be modified and updated as needed to reflect the Board of County Commissioners priorities and the changing

needs of our internal and external customers.

The Department is a stand-alone department arranged around six internal functions: Employment and Recruiting,

Employee/Labor Relations, Benefits, Compensation, Training and Development and HR Records. To effectively

manage the Department, Human Resources is currently staffed with seven (7) personnel; a Director, two HR

Professionals (Human Resources Manager and Senior Human Resources Generalist), one Program Manager

(Training and Recruiting Manager), two Human Resource Technicians and an Administrative Staff Assistant.

This staffing level has been reduced 22% over the years, while the County has experienced a 45% growth in

employees over the same time period. The staff presently supports twenty-three Departments and 1,501

budgeted positions, as well as interacting with thousands of job applicants, maintaining compliance with State

and Federal regulations and labor laws, and providing professional counsel on personnel and labor union issues

facing the County and its employees daily.

Organizations such as the County, with a solitary Human Resources Department, have a median ratio of 1.1

Human Resources staff members per 100 employees. Despite our current lower ratio of 1 Human Resources

staff member per 211.9 employees, we have been able to effectively manage the program through an effective

and efficient approach to training and staff development, cross training, and increasing the duties and

responsibilities of our staff.

The department receives funding from the County General Fund budget and delivers core services to the County

within four key areas: as the Human Resources organizational leader; in delivering employee excellence;

recommending, supporting, and implementing personnel policies and procedures to/and for the Board of County

Commissioners and the County Administrator; and in partnering with the County departments, agencies, and

other stakeholders to attract and retain a qualified workforce. In applying these core services, the department is

working to advance Marion County government and supporting the initiatives as set forth by the County

Administrator.

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The Human Resources Department provides its services to a large array of clients including the Board of County

Commissioners, County Administrator, internal agency/department directors, Constitutional Officers,

employees, Firefighter’s Union, retirees, the general public, external government agencies, vendors, and a

variety of contractors. The focus of the Human Resources Department is to deliver quality service to these

clients and stake holders.

The Human Resources Department must confront many challenges in its operational activities. As a result of the

economic recession the county continues to experience a reduction in the revenue. This has created the need for a

significant reduction in the budget, resulting in organizational changes, consolidation, and a reduction in force

(RIF). These changes have spawned the Teamsters Union to pursue this vulnerability trying to organize our blue

collar workers. Additionally, the public perception of local government pay and pensions has become a major

interest. In order to overcome these hurdles, the department must identify and plan for the subjugation of them.

Challenges to the Human Resources business plan are outlined below.

Budget Constraints

- State and County Budget Shortfall

- The Economic Recession

- The Local Economic Crisis

- Continued high unemployment

Two Separate Systems for Maintaining Employee Information

- Have to maintain excel spreadsheets for frequently needed information

- Limited position control (has to be maintained in a spreadsheet)

- Two separate Payroll systems to process from bi-weekly

- Alliance system is limited in abilities to provide live information and has no timekeeping

capabilities.

- We continuously have to build in-house “work-arounds” with the IT department

- The two separate systems limit productivity within the department

Staffing Considerations

- Changing Workforce Expectations

- Employee Retention

- Aging Workforce

- Reduction in Force (RIF)

- Consolidation of functions

Performance Expectations

- Fragile Employee Morale

- The Skills Gap

- Succession Planning

- Performance Management

Legal Mandates

- Federal and State Government Legislative Mandates

- Internal County Collective Bargaining Agreements

- Equal Employment Opportunity (EEO) Laws & Mandates

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- Ever Changing Labor Laws

Labor Relations

- Labor Negotiations

- Union Avoidance

Based on the benchmarks of comparable counties as depicted in this plan, our department continues to

considerably exceed established benchmarks, providing quality service at a much lower cost. We will

continuously monitor and develop solutions to mitigate the challenges we face.

This recent past has been a successful one for the Human Resources Department. The department has maintained

focus on the current economic environment and its impact on the County. This impact as previously stated,

includes County workforce reduction and further reorganization and consolidation. As a team we have worked

hard to achieve our goals and some of the successes are outlined below.

Human Resources Department Successes:

Soundly defeated the Teamsters’ efforts to organize the County blue collar workers

Provided for the smooth, seamless merger and acquisition of public safety communications.

Continued cross-training within the department to enhance employee skills and continue our efforts to do

more with less.

Successfully negotiated 3-year contracts with both IAFF 3169 Supervisory and Rank and File Units

leading to a combined savings of over $3 million.

Worked closely with CLM Workforce utilizing employees through the Earn and Learn program,

Experience Works Program, and the Florida Innovative Workforce Initiative Program to temporary fill

department positions at no cost to the County.

Launched the new online application for employment and began placing all postings on employflorida at

no cost to drive recruitment efforts.

Began the use of behavioral interviewing, which includes training to assist management in making best

“fit” decisions for the organization.

Began piloting a new performance management process that includes extensive leadership training, fluid

communication of expectations, and anchors to the County’s core values.

Implemented the use of web-based training made particularly for the County to save on operational costs

while increasing the training opportunities to employees throughout the County.

In summary, the Human Resources Department business plan provides a formal definition of the department’s

purpose and direction. All challenges are recognized and goals defined. The Human Resources Team is

committed to achieving its goals and to serving customers and stakeholders.

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Business Description & Vision

Mission statement: The HR department will attract, develop and retain a highly-qualified, diverse workforce

and create a culture that promotes excellence throughout the organization.

We will do this by partnering with County Divisions and Departments to ensure customer satisfaction, high

quality customer services, an appropriately fitting and trained workforce, leading best practices, and ensure

Human Resources is in compliance with Federal and State Labor laws. This partnership will require innovative

and cost efficient initiatives in all aspects of Human Resources.

Vision: To enhance services, prepare the organization, and maximize ROI by:

• Aggressively implementing our role in delivering value-added investments in human capital selection,

development, and retention.

• Embracing the role of Business Partner to the Organization’s Management

• Communicating with Senior Leadership, Management, and Employees

• Continue to pursue cost-efficient technology and continuous process improvement

In order to meet our vision, the Human Resource Department must engage in an aggressive strategy to deliver

Human Resources services and programs, both internally and externally.

Brief History of the Department

The Human Resources Department has been a function within the County for years. At one time, the Department

was named Personnel. The primary function of Personnel was processing of employee paperwork and filing.

Over the years, the Human Resources Department has acquired many different responsibilities to lead up to

being a much more than a paperwork-processing support function.

In the past 2 years alone, the Human Resources Department has become a one-stop shop with the consolidation

of the efforts of Human Resources, Employee Clinic and Risk Management and Safety into one facility.

Additionally, the department has begun implementing swift technological advancements to provide expedited

processes.

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Departmental Principles:

Treat all customers (internal and external) with the highest level of dignity and respect and provide

excellent real time service

Maximize our human capital by hiring the most qualified candidates and retaining our valued employees

through a well-communicated employee value proposition

Provide timely Public Record responses and information access to customers

Negotiate, interpret and enforce the County’s Collective Bargaining Agreements in a legal, fair and

equitable manner

Ensure employees are trained and the training needs of the departments are satisfied

Partner with Management to meet the needs of business demands and strategy

STRATEGIC GOALS AND OBJECTIVES

Understanding, setting, and consistently delivering superior customer service

Understand customer needs and values; develop and implement plans to achieve superior customer

service; and build effective communication strategies throughout all levels of County government

Continuing to lead and improve the quality of the work culture

Identify, develop and implement policies and procedures, interventions, training to improve quality of

work life and the “culture” of the organization

Provide leadership with continuous improvement strategies to improve the HR work environment

Value organizational diversity

Maintain a proactive employee relations process and reduce legal costs

Promote work/family balance

Recognize and reward individual and team contributions

Attract highly qualified and diverse candidates

Streamline, improve and communicate effectiveness of the recruiting process ensuring the process is

always defendable

Identify and implement aggressive strategies for successfully recruiting for key positions

Further the addition of technology to recruitment process

Facilitate effective recruitment processes for ensuring senior management and senior level positions are

filled

Develop innovative strategies to attract, obtain, and retain qualified workers

Develop cost effective motivators for younger workforce

Train management to hire for the needs of their particular department’s success

Develop employees to be their best in order to meet the needs of the Marion County BCC

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Implement and maintain an effective internal HR Department overall performance management system

which includes individual, team, and departmental objectives, personal development plans, performance

appraisal, and career planning

Decentralize and “Power Down” the HR Department to better foster procedures and services and promote

employee growth

Continue to assess the training needs of the County and develop and provide timely training to meet the

needs of management and employees and demands of the County

Implement on-demand web-based training to serve the additional needs of the organization and ensure all

employees in the County are afforded equitable opportunity in training in the most convenient format

possible to the departments

Provide organizational development services that will facilitate change and continuous improvement in

the organization

Align the best management and total compensation philosophy to attract and retain the qualified

employees

Maintain a current total compensation and classification process to effectively attract and retain

employees

Evaluate and address employee retention issues

Focus on an Employee Value Proposition that will fulfill the mutual expectations of both the employee

and organization

Develop continuous effective professional relationships with the Divisions, Departments and Community

Establish and strengthen communications and relationships to serve customer and community partners

Visit all departments and offsite work areas on a routine basis

Administer fair and consistent implementation of HR policy, procedures, and programs in order to align

personnel/labor law and County policies with continuous improvement principles

Continue to review, develop and/or revise HR policies and procedures as needed

Effectively communicate and/or train new or changed HR policies and procedures

Implement and improve technical capability to ensure the most effective processes

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DEFINITION OF THE MARKET

The market of the Human Resources is our customers. Our customers include a large array

of clients including the Board of County Commissioners, County Administrator, internal

agency/department directors, Constitutional Officers, employees, Firefighter’s Union,

retirees, the general public, external government agencies, vendors, and a variety of

contractors. The focus of the Human Resources Department is to deliver quality service to these clients and stake

holders.

The chart below depicts County employees by occupational category.

*Officials/Administrators are defined as the ACA, Directors, and Managers. Professionals are defined as librarians, engineers, captains, PIO,

Planners, veterinarians, and attorneys. Technicians are defined as building inspectors, plans examiners, engineering inspectors, systems analysts, fire inspectors, and user support technicians. Protective Services are defined as FF, Code Enforcement Officers, and Animal Control Officers

Paraprofessionals are defined as EMT’s, Paramedics, HR Generalists, Training Managers, branch library supervisors, procurement analysts, and

veterans services specialists. Administrative support is defined as staff assistants, accounting specialists, HR technicians, public services assistants,

and dispatchers. Skilled craft is defined as heavy equipment operators, facilities trade technicians, W/WW plant operators, fleet mechanic, utilities

mechanic, and crew leader. Service/maintenance is defined as Parks services workers, custodians, animal care technicians, highway maintenance

technicians, and light equipment operators

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Critical Needs

The Human Resources Department is responsible for the staffing of the organization with the most efficient and

effective methods. The Marion County Board of County Commissioners employs over 1,500 people including

on-call employees. The average turnover over is 9.10

Outside of organizational diversification through an affirmative action plan, the Human Resource Department

will be responsible for skills gap analysis to identify areas where the Organization is lacking or will be lacking

with retirements. Excluding Firefighters, 20% of our present workforce is 60 years or older.

There must be a focus on performance management and succession planning to prepare the Organization for this

loss. Once high potential employees are identified, training must ensue to prepare the employees to step in

almost seamlessly.

Where the employees can’t be identified, preparation to search for the right people will be required. The

Organization must solidify its selection processes and be particular enough to only hire the best. These practices

will require additional training for management, but results will be highly effective.

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Apart from the experience loss, is the continued focus on diversification of the organization. Marion County has

voluntarily taken affirmative action steps to ensure employment and advancement of all without regards to race,

color, religion, age, national origin, marital status, sex, disability, or veteran status. The below charts depict the

ethnic diversity of County Government and the ethnic available labor force of Marion County.

The Marion County Board of County Commissioners and County Administrator are dedicated and committed to

supporting our Veterans, and understand the sacrifices they endure. Our Recruiter works very closely with local

Veteran organizations, as well as recruiting Veterans from nearby military installations. Marion County

Veteran’s population is approximately 46,000 or 13.6% of the county population. We are proud of the fact that

we employee 236 Veterans, which make up 16% of our workforce.

Significant trends and challenges will have an impact on our market. Many changes are expected to occur in the

composition of available workforce in the coming years. As the supply of labor tightens, recruitment will

become an even more critical issue for the future of Marion County government, particularly for highly skilled

and technical positions. The County will need to develop strategies that will position it as an attractive employer

for both potential job applicants as well as existing employees. The use of non-traditional employees, such as

retirees, contingent workers, consultants, and contracted employees is expected to increase.

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Workforce planning remains a critical component of our Department to attract and retain the talent needed to

serve the public. This planning process must be evaluated continuously and adjusted in the coming years, as

changing economic and demographic conditions require.

In the soft job market of the current economy, employees are opting to stay in jobs to ensure security and we

receive hundreds of applicants for one position. Now is our opportunity to select from top talent at an affordable

price. When the economy rebounds, building a stable workforce will be a challenging and critical task. With the

aging and retiring population, and fewer available young workers, retention of current employees and their

organizational knowledge will become an important priority. We need an Employee Value Proposition (EVP) to

build organizational loyalty and retain these individuals.

An employee value proposition is the exchange, literal or understood, between employers and employees that

defines the relationship. In its simplest form, this exchange represents the currency paid for performing a job. In

its highest, most strategic incarnation, it's the promise the County makes to provide an appropriate mix of pay,

benefits, career opportunities, development opportunities, and a supportive work environment in exchange for an

employee's discretionary effort to bring the County's mission, vision and values to life.

In line with the EVP, a greater focus on employee investment and development will be critical in ensuring the

stability and competence of our workforce. Directors, managers, and supervisors will need to recognize the

importance of their role in building and retaining a competent workforce by taking on a greater role in leading

and developing their staff. Correspondingly, there will be a great need on the Human Resources Department to

build supervisory and management competencies in leadership and human resource management.

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DESCRIPTION OF PRODUCTS AND SERVICES

The Board of County Commissioners, County Administrator, the County’s departments and employees look to

the Human Resources Department to act as a corporate leader within the Human Resources environment. Those

responsibilities include: best practices hiring procedures to maintain a highly qualified workforce; management

of collective bargaining agreements, labor relations consulting, overview of external regulatory compliance,

grievance resolution and management of fair and consistent implementation of policies and procedures. The

County relies upon the Human Resources Department within these roles to eliminate or reduce liability through

compliance with all federal and state laws and regulations and consistent application of County policies.

Recruitment is the first step in the hiring process. The Human Resources Department conducts outreach efforts

to secure a highly qualified pool of applicants. The application process is managed by the Department by

providing each department with pre-screened applicants, monitoring compliance with the law and regulations,

conducting due diligence criminal background checks, pre-employment drug screens and physical examinations,

and completing required documents for regulatory purposes and benefits.

The Human Resources Department represents the Board of County Commissioners in its management of the

County’s labor contracts. The department maintains the authority to negotiate labor contracts on behalf of the

Board. There are many stakeholders, beyond the Board, who are dependent upon the proper execution of this

responsibility. Compliance with the collective bargaining agreements must be assured to reduce grievances and

charges of unfair labor practices.

The County Fire Rescue Department relies upon the Human Resources Department to act as an interpreter of

internally negotiated labor agreements. Advice is often required on other labor issues as well. Counseling does

not stop at internal agreements, but is often sought on external matters as well.

Departments often turn to the Human Resources Department for interpretation and application of external labor

regulations as well as timely provisions of changes and new requirements. Compliance consideration center

upon the following types of regulations: Equal Employment Opportunity (EEO); Health Insurance Portability

and Accountability Act (HIPAA); Fair Labor Standards Act (FLSA); Family Medical Leave Act (FMLA);

Unemployment regulations; employment of Veterans regulations; just to name a few. Within this role

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departments are kept abreast of developments within these areas as the Human Resources Department becomes a

conduit for information.

Departments expand the Human Resources Department’s role in resolution of issues concerning Employee

Handbook interpretations, grievance resolution and advice on the administration of disciplinary actions and, as a

last resort, termination of employment. The Department formulates direction which is fair and consistent

countywide. One of the goals of this process is to provide education and guidance within these challenging

areas.

The Human Resources Department works very closely with our Risk Management Division, and Employee

Health Clinic to reduce worker’s compensation costs and to provide all our employees quality and affordable

benefits programs. The Human Resources Department must seek programs that are attractive to the diverse

needs of applicants and employees. These requirements must be met during a time of increasing costs and

decreasing budgets.

The departments expect the Human Resources Department to maintain classification, pay, and equity standards

that allow them to recruit, develop, retain and promote top candidates. The Department ensures wages and

benefits are competitive and that opportunities for skill maintenance and enhancement are available. This

environment is conducive to the employee’s professional growth while providing challenging work and

opportunities for advancement.

Successful delivery of services to County residents, visitors and employees is the goal of every County program.

Skilled and valued County staff is vital to that success. The Human Resources Department provides

collaborative leadership to County departments and labor organizations to define the standards and the criteria

for measuring employee excellence and ensure their consistent application.

Departments rely upon the Human Resources Department to provide consistent informed advice on the changing

trends and laws that impact their staff. In order to do so, the Human Resources Department must have timely

and accurate information that comes through training and research. Departments depend upon the Human

Resources Department to provide legally mandated training (e.g. harassment prevention) to keep the workplace

in compliance with policies, and to keep their employees informed of their rights and obligations.

A list of services provided by the Human Resources Department is depicted on the next page of the Business

Plan.

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SERVICES PROVIDED

The Human Resources Department provides consulting, personnel service and Administrative

Support to the Board of County Commissioners, the County Administrator, Divisions and

Departments in the following areas:

The Human Resources Department is located at 521 S.E. 26

th Court, Ocala, FL 34474

- Recruitment and

selection

- Equal Employment

Opportunity

- Background and fraud

clearances

- Classification

- Compensation

- Leaves and Attendance

- Leave Donation program

- Workers Compensation

- Employee conduct and

discipline

- Performance appraisals

- Appeals and grievances

- Labor relations

- Payroll

- HR policies and

procedures

- Personnel records

- Public records requests

- Internal investigations

- Employee incentive and reward

programs

- Survey Administration

(External/Internal Customer

satisfaction, Employee satisfaction)

- Training Assessment, design,

consultation, coordination, delivery

and evaluation

- Employee suggestion program

- On-the-job training

- Continuing Employee education

- Tuition and education

reimbursement

- Skills development

- Staff development

- Career development

- Alliance

- KRONOS

- Management Reports

- Position Control and

classification

- Position Description and

Design

- Reclassifications

- Transitional Work program

- Management and Employee

Consultation and Council

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Marion County Board of County Commissioners

Flow Chart Processes

Fund number: 1

Department number: 2520 Department Name: Human Resources

Place completed worksheet in business plan template section five.

Existing Services ProvidedWeek 1 Current and Added Services Streamlined Services Priority Variance

Service

Process

time for One

Number

of

Personal

Services cost

for one Volume

(annual)

Annual

Service

Hours Annual Service Cost

Service

Process

time for One

Number

of

Personal

Services

cost for one Volume

(annual)

Annual

Service

Hours Annual Service Cost Service Cost

Services

(flow chart each service using

Information Technology supplied

software)

Mandat

ed by

Law

(mark

with an

X)

Occurrence--

add hours

for all

personnel

involved

[A]

position

s in this

occurre

nce [B]

memo

only

Occurrence

(includes

fringe benefits)

[C]

[D]

(excludes

leave

time) [E]

Hours

(AXD)

Personal

Services

(includes

fringe

benefits)

(C X D)

Operating

Expenses Total

Number

of FTE's

in this

service

Occurrence--

add hours for

all personnel

involved

[A]

positions

in this

occurren

ce [B]

memo

only

Occurrence

(includes

fringe

benefits) [C]

[D] (excludes

leave time)

[E] Hours

(AXD)

Personal

Services

(includes

fringe

benefits)

(C X D)

Operating

Expenses Total

Number

of

FTE's

in this

service

Service

Priority

Number

#

Total

Variance

Employment and Recruiting - - - - - - - - -

The Hiring Process X 2.50 4 $287.41 315 788 90,534 28,623.37 119,158 0.42 - - - - 119,158

Recruiting X 5.00 2 $120.71 80 400 9,657 1,234.99 10,892 0.21 - - - - 10,892

Volunteer Recruiting 5.00 1 $68.31 75 375 5,123 3,394.99 8,518 0.20 - - - - 8,518

Compensation - - - - - - - - -

Payroll X 4.00 3 $307.02 15 60 4,605 594.99 5,200 0.03 - - - - 5,200

Payroll Administration 1.00 4 $21.32 100 100 2,132 594.99 2,727 0.05 - - - - 2,727

KRONOS Administration 1.00 4 $10.41 1,000 1,000 10,413 594.99 11,008 0.53 - - - - 11,008

PDQ Process 9.00 2 $190.01 35 315 6,651 594.99 7,245 0.17 - - - - 7,245

Pay Grade Determination 4.00 2 $190.01 35 140 6,651 594.99 7,245 0.07 - - - - 7,245

Sick Donated Leave 1.50 3 $49.14 14 21 688 594.99 1,283 0.01 - - - - 1,283

Benefits - - - - - - - - -

Insurance X 2 - - 595.09 595 - - - - - 595

Long Term Disability X 2.00 3 $314.75 10 20 3,147 614.99 3,762 0.01 - - - - 3,762

Florida Retirement X 10.00 2 $266.07 12 120 3,193 614.99 3,808 0.06 - - - - 3,808

FMLA Requests X 0.50 3 $19.40 150 75 2,910 614.99 3,525 0.04 - - - - 3,525

Unemployement Compensation X 0.50 2 $25.38 60 30 1,523 614.99 2,138 0.02 - - - - 2,138

Appeal of Denied Compensation X 7.00 2 $115.03 35 245 4,026 614.99 4,641 0.13 - - - - 4,641

Tuition Reimbursement 2.00 2 $181.67 14 28 2,543 5,594.99 8,138 0.01 - - - - 8,138

Employee Relations - - - - - - - - -

Employee Discipline X 4.00 4 $446.50 70 280 31,255 604.99 31,860 0.15 - - - - 31,860

Employee Greivance (Union) X 20.00 4 $550.06 5 100 2,750 614.99 3,365 0.05 - - - - 3,365

Employee Greivance (Non Union) X 7.00 4 $275.03 5 35 1,375 614.99 1,990 0.02 - - - - 1,990

Investigation Process X 21.00 3 $1,522.65 5 105 7,613 614.99 8,228 0.06

Exit Interview 1.50 2 $117.69 30 45 3,531 594.99 4,126 0.02

Union Negotiations X 50.00 3 $10,792.29 2 100 21,585 594.99 22,180 0.05

Employee Suggestion 10.00 2 $83.61 18 180 1,505 594.99 2,100 0.10

Employee Service Aw ards 6.00 2 $27.64 184 1,104 5,087 3,594.99 8,682 0.59

Training and Developement - - - -

New Hire Orientation 5.00 2 $664.46 12 60 7,973 694.99 8,668 0.03

Training X 55.00 3 $373.70 125 6,875 46,713 4,744.99 51,458 3.66

Personell/HR Records - - - -

Survey Requests 4.00 4 $642.68 15 60 9,640 694.99 10,335 0.03

Public Information Requests X 5.00 4 $154.37 50 250 7,718 760.54 8,479 0.13

Alliance 0.25 5 $8.62 1,500 375 12,928 8,844.99 21,773 0.20 Other (PT's, supervision,

administrative meetings, phone calls,

board meetings, commission

meetings, personal appearances, etc. 12.00 7 $1,547.19 25 300 38,680 4,740.26 43,420 0.16 - - - - 43,420

Added Services: - - - - - - - - -

- - - - - - - - -

- - - - - - - - -

- - - - - - - - -

- - - - - - - - -

- - - - - - - - -

- - - - - - - - -

- - - - - - - - -

Total 13,586 352,149 74,399 426,548 7.23 - - - - - 426,548

divided by 1880 hours (235 work days) equals FTE FTE> 7.23

Total 2012-13 Budget FTE> 7.00 388,430 74,399 462,829

Difference FTE> (0.23) 36,281 - 36,281

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Organization & Management

DirectorPay Grade 28

(7 FTE)

Administrative Staff AssistantPay Grade 13

ManagerPay Grade 21

Training and Recruiting ManagerPay Grade 20

HR Technician

Pay Grade 9

SR HR Generalist

Pay Grade 19

HR Technician

Pay Grade 9

The Human Resources Department is staffed by a director, a human resources manager, a human resources

generalist, two human resources technicians, a training manager, and one administrative support position.

The Human Resources Director provides supervision to the human resources manager, training manager, and

administrative support. In addition, the purview of the HR Director extends to providing supervision to the

internally operated Employee Health Clinic and Risk Management Division and Employee Safety Program. The

position is supported by an Administrative Staff Assistant who provides administrative, budget purchasing and

accounting support to the Director. The administrative functions include recording minutes for personnel

hearings and labor negotiations as well as handling the payroll functions for (6) different divisions and offices.

Additionally, this position provides administrative support to the entire department.

The director is ultimately responsible for overall management of all aspects of the Human Resources function.

This position participates as an integral part of the County’s administrative management team and reports

directly to the County Administrator. This line of reporting facilitates efficient communication regarding

transmittal of policy recommendations and collaboration on pending issues.

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As chief negotiator, the director conducts contract negotiations with the County’s two collective bargaining

units. One for rank and file firefighters, paramedics, and EMT’s, and the other for a supervisory unit of fire

rescue captains. The director advises management on contract interpretation, grievances, and arbitration as the

County’s top labor relations professional.

The director spearheads policy decisions and initiates changes and updates to the employee handbook, operating

processes, is heavily involved with all aspects of employee relations as well as ensuring excellent customer

service. As part of the disciplinary procedure, the director conducts disciplinary hearings, convenes a peer

grievance committee as required, and makes final decisions regarding termination of employees.

Supervision of the internally operated Employee Health Clinic involves maintenance of high level, cost effective,

and efficient health and wellness services as well as ensuring all medical protocols and regulations are met.

Oversight and supervision of Risk Management and benefits is on-going to reduce costs and maintain a

comprehensive benefit program for employees.

The Human Resources Manager is responsible for the operational functions of the department. The position

provides direct supervision to the Human Resources Generalist and two (2) Human Resources Technicians.

These are all front-line positions and the manager ensures the provision of excellent customer service.

Overseeing the hiring process from application through actual start date, this position includes administration of

posting vacant positions, processing applications, ensuring compliance with state and federal regulations,

background checks, records maintenance, and benefits enrollment. In addition, this position administers the

human resources information system including automating various aspects of the application process.

The Human Resources Manager also conducts investigations involving harassment and other policy violations.

The position coordinates information gathering for legal actions such as human relations or EEO complaints and

is a primary advisor to supervisors for discipline and other employee relations matters. The manager serves on

the collective bargaining negotiating team and compiles a variety of documentation in support of

recommendations for contract completion.

This position also assist in the preparation of the department budget, monitors position control, FMLA, public

records requests, the comprehensive salary administration plan, job classification and wage rate assignment,

ADA, conducts disciplinary and termination hearings, and maintains current knowledge of human resources

issues, laws and regulations to make recommendations for policy decisions.

The Human Resources Generalist is responsible for position control through monitoring all vacancies,

maintaining an accurate approved position listing from the approved budget and making changes from any

budget amendments throughout the fiscal year. Job postings are reviewed based on the vacancy list prior to

advertising. The Generalist also reviews all hiring documents to ensure compliance with policies, procedures,

laws and regulations.

The Generalist participates in union negotiations, compensation analysis, FMLA administration, and facilitates

payroll issues regarding policy as well as resolution of automated and technical concerns in Alliance and

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KRONOS. The position replies to public records inquiries and salary surveys and requests information from

other entities on compensation and policies. In addition, the Generalist conducts exit interviews, unemployment

hearings, and maintains current knowledge of human resources laws, regulations and practices.

The Human Resources Technicians are the front line for provision of human resources services. These

interchangeable positions serve as customer service representatives for the department as well as perform a vast

variety of technical applications for applicants throughout the entire hiring process and current staff. As the hub

of human resources activity, the Technicians accept applications, review them for completeness, enter and

compile data relative to EEO guidelines, maintain the human resources information system, and provide

information to applicants and current staff.

Job postings are handled by the Technicians as well as follow through on the process after an applicant has been

selected for employment in such areas as pre-employment testing, driver’s license checks, and criminal

background checks. They conduct a first day orientation to secure required employment and benefit documents

and continue the hiring processing with submission of forms to Payroll and Risk Management. Changes to

current employees are processed as well to maintain up to date and accurate personnel files.

As the customer service arm of human resources, the technicians interact with the general public, applicants,

current staff, Risk Management, Employee Health Clinic, and Payroll as well as outside organizations for

employment verification and other inquiries regarding employees and the department. The positions also

respond to public information requests and maintain the department’s records retention schedule.

The Training and Recruiting Manager oversees the provision of in-house training opportunities to employees.

Acting as a trainer, the manager performs training needs assessments, writes lesson plans and conducts training

in a variety of disciplines. The position seeks out qualified internal staff that has the expertise to conduct in-

house training resulting in a cost effective means of offering this service. Training may be scheduled for

employees in general or directed toward a specific need in an individual department. The manager also reviews

external trainers for areas where internal resources are not available.

This position also administers Florida Retirement System services, coordinates volunteers through various

subsidized programs, performs the recruitment function as needed, and participates in a variety of community

service activities to promote the County. The Training Manager also facilitates internal activities such as the

Employee Suggestion Committee, Citizens Academy, EEO reporting, and the new employee orientation

program.

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MARKETING AND CUSTOMER SERVICE

The Human Resources Department operates in a broad, dynamic environment. The Human Resources

Department is responsible to a long list of customers and stakeholders. Challenges and opportunities arise on a

continuous basis and the Department must be able to provide guidance while remaining flexible at all times. Our

department is always cognizant of its clients, challenges, and available resources.

The Department seeks to integrate people, processes, and systems into knowledge that empowers the County.

We must continually review this approach and the channels that are used in order to continuously meet the needs

of our customers.

A vitally important part of the Human Resources Department customer service is creating and enforcing fair and

consistent policies and procedures which are essential to human capital assets of this County. The policies and

procedures should incorporate best practices into the process and must be thoroughly tested to assure the desired

results are attained. Maintenance of policies and procedures accelerate the pace at which the County can adapt

to change.

Marion County employs 1483 employees representing a broad range of occupations that deliver programs and

services to the community. The County’s departments, as well as other customers and stakeholders, look to the

Human Resources Department to implement employee programs and initiatives that enable the County to attract

and retain its highly-skilled and diverse workforce in a rapidly changing environment. The departments need to

preserve this diverse workforce in a cost effective manner. The Human Resources Department is expected to

develop and implement competitive strategies in the areas of recruiting, benefits, compensation, classification,

and performance management and development. Finally, the departments count on the Human Resources

Department to provide the framework to operate by setting, implementing, and consistently enforcing human

resources related policies and procedures.

Our departments and employees look to Human Resources for sound business advice on how to review, analyze

and address a myriad of personnel issues. They expect our services to be timely and accurate.

The average Marion County employee is 43 years old and has a salary of $35,067. If you remove our young

firefighters from the equation, the average age of our employees is 48. As the County’s workforce continues to

age and retire, the County will experience loss of expertise and knowledge while the job market for skilled

employees becomes increasingly more competitive. Having evolved over time, many of these positions will be

relatively difficult to fill because of skill requirements unique to the County. The corporate knowledge that

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departs with the employee will be irreplaceable in the near term. The high rate of employee retirements will

create more work in the recruitment and professional development areas.

However, due to the current economic recession and budget shortfalls recruitment efforts have decreased

significantly and will continue to do so in FY 11/12. The recession will help us to recruit previously difficult to

fill skills. Conversely, this environment will not last forever. Recruitment efforts will need to be undertaken

when the environment improves. The Human Resources Department will need to be ready and will need to have

its name in the market place. We will continue to investigate improved methods of marketing and for better

ways of enticing potential applicants to the County for employment.

The retention of highly-skilled employees in specific occupations requires that time and attention be paid to

compensation and working conditions so that the County remains an attractive employer.

We should be ready to accommodate the changing workforce expectations. Today’s workforce has an increasing

desire for professional development and recognition of excellence in the workplace. The new workforce also

expects to use cutting edge technology and work for organizations that operate employment policies that permit

greater work/life balance. The majority of new workforce entrants expect to have multiple careers and

employers in their lifetimes

Finally, as the Board of County Commissioners and County Administrator oversees the management of the

County, correspondingly the Human Resources Department serves the Board and County Administrator in a

variety of roles in highly specialized matters and projects. Like any resource that needs to be managed

effectively, the Human Resources Department helps manage County staff resources in the areas Employment

and Recruiting, Employee Relations, Benefits, Compensation, Training and Development, and Records

Maintenance.

22


FINANCIAL MANGEMENT MARION COUNTY BOARD OF COUNTY COMMISSIONERS

BUSINESS PLAN BUDGET WORKSHEET

January 3, 2012

Fund Department

001 General Fund 2520 Human Resources

Actual Unaudited Amended Business

Account Account Expenditures Expenditures Budget Plan

Code Name 2009-10 2010-11 2011-12 2012-13 Variance %

EXPENDITURES

512101 REGULAR SALARIES & WAGES 332,836 316,801 304,549 293,337.00 (11,212) -3.7%

521101 FICA TAXES 24,745 23,450 23,299 22,439.00 (860) -3.7%

522101 RETIREMENT CONTRIBUTIONS 34,647 29,150 16,232 16,602.00 370 2.3%

523101 HEALTH INSURANCE 40,547 37,887 40,482 40,482.00 - 0.0%

523401 LIFE, AD&D, LTD INSURANCE 2,548 2,108 1,979 1,904.00 (75) -3.8%

524101 WORKERS' COMPENSATION 1,806 1,640 1,889 1,824.00 (65) -3.4%

531109 PROFESSIONAL SERVICES 13,864 16,151 26,360 26,360.00 - 0.0%

540101 TRAVEL & PER DIEM 1,008 857 1,494 2,165.00 671 44.9%

541101 COMMUNICATION SERVICES 1,740 1,283 2,000 1,800.00 (200) -10.0%

542201 POSTAGE & FREIGHT 1,526 1,904 1,500 1,000.00 (500) -33.3%

544101 RENT & LEASES - EQUIPMENT 6,621 5,318 7,516 6,516.00 (1,000) -13.3%

545101 INSURANCE - PREMIUMS 2,658 2,383 1,804 1,804.00 - 0.0%

546401 REP & MAINT-OFFICE MACH 1,227 1,300 1,300 1,300.00 - 0.0%

547101 PRINTING & BINDING 1,298 564 1,000 1,300.00 300 30.0%

549201 ADVERTISING - LEGAL 1,637 830 2,500 1,000.00 (1,500) -60.0%

551101 OFFICE SUPPLIES 3,349 5,607 5,000 5,500.00 500 10.0%

552101 GASOLINE OIL & LUBRICANTS - - - - - #DIV/0!

552106 OPERATING - COMPUTER SFTW 8,250 8,250 8,500 8,500.00 - 0.0%

552108 OPERATING SUPPLIES 3,507 2,527 2,000 1,000.00 (1,000) -50.0%

552113 EMPLOYEE SERIVCE AWARDS 1,158 1,742 3,000 3,000.00 - 0.0%

552116 COMPUTER HARDWARE-OPERATI 1,671 - - - #DIV/0!

554101 BOOKS/PUBS/SUBSCRIP/MEMBS - - - - #DIV/0!

554201 DUES & MEMBERSHIPS 511 1,124 975 975.00 - 0.0%

555301 TRAINING MATERIALS & SUPP 1,256 1,233 1,500 1,500.00 - 0.0%

555501 TRAINING & EDUCATION 339 325 700 1,456.00 756 108.0%

555520 TRAINING & EDUCATION PRGM 7,687 4,263 7,500 7,500.00 - 0.0%

564101 MACHINERY AND EQUIPMENT - - - - #DIV/0!

496,436 466,697 463,079 449,264 (13,815)

REVENUES

36900206 COST ALLOC-HUMAN RESRCES 218,184 253,037 343,821 343,821 - 0.0%

218,184 253,037 343,821 343,821 -

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FORECASTED VOLUME

List Services provided: Current volume

Forecast volume 2012-13 Variance

The Hiring Process 325 482 157

Recruiting 40 50 10

Volunteer Recruiting 30 20 -10

Payroll 26 26 0

Payroll Administration 600 700 100

KRONOS Administration 2500 2600 100

PDQ Process 25 104 79

Pay Grade Determination 15 15 0

Sick Donated Leave 25 25 0

Long Term Disability 10 5 -5

Florida Retirement 20 60 40

FMLA Requests 350 570 220

Unemployment Compensation 77 80 3

Appeal of Denied Compensation 10 14 4

Tuition Reimbursement 14 14 0

Employee Discipline 100 130 30

Employee Grievance (Union) 5 7 2

Employee Grievance (Non Union) 10 12 2

Investigation Process 92 92 0

Exit Interview 15 20 5

Union Negotiations 3 0 -3

Employee Suggestion 1 5 4

Employee Service Awards 200 230 30

New Hire Orientation ( # of times held) 112 112 0

Training (# of Classes) 224 250 26

Survey Requests 15 15 0

Public Information Requests 150 150 0

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PERFORMANCE MEASURES AND BENCHMARKS

Performance Measure

Type of Measure: Workload, Efficiency,

or Outcome

Enter Calculation

formula Marion County

Osceola County

Collier County

Manatee County

Total Labor Force Workload N/A 1,483.30 1,556.38 1,646.00 2,065.00

Total FTE HR Dept. Workload N/A 7.00 14.21 16.00 10.00

HR Departmental Costs Workload N/A 490,439 702,996 1,654,200 935,829.

00

Employee Tuition Reimbursement Outcome N/A 1.15 N/A 1.03 2.18

Employee Turnover Rate Workload Turnover/Hiring 9.10 11 7.19 10.63

HR Employee to Total Employees Efficiency FTE/HR FTE 211.90 109.53 102.88 206.50

HR Cost per Employee Efficiency HR Budget/FTE 330.70 451.69 1,004.98 453.19

Employee Development & Training Outcome HRS/FTE 9.63 N/A N/A 17.12

% of FTE's Devoted to HR Efficiency HRFTE/Total FTE 0.47 0.91 0.94 0.48

Benchmarks Marion County

Florida Benchmark Consortium (Average)

Total Labor Force 1,483.30 3,885.75 Total FTE HR Dept. 7.00 23.50 HR Departmental Costs 490,439.00 4,598,087.62 Employee Tuition Reimbursement 1.15 2.10 Employee Turnover Rate 9.10 16.80 HR Employee to Total Employees 211.90 129.69 HR Cost per Employee 330.70 1,183.32 Employee Development & Training 9.63 18.37

% of FTE's Devoted to HR 0.47 0.86

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COMPARATIVE SITE VISIT

This year the Human Resources Department was compared with the Osceola County Human Resources

Department. Lack of available travel funds precluded an actual site visit. However, a comparison was made by

phone and email. The Osceola County HR Department has 14 full time positions, an annual budget of $702,996

and provides services to 1556 employees. The Osceola HR Department has a Director, Senior HR Manager,

Employee Labor Relations Manager, HR Training Coordinator, four HR Coordinators, HR Analyst, 3 HR

Assistants, Senior Office Assistant, and an Administrative Assistant. The Marion County HR Department has 7

full time positions, an annual budget of $463,079 and provides services to 1483 employees. Osceola County has

one Union.

Comparatively, the MCBCC HR Department provides services to 211.90 County employees per HR position

while Osceola County performs services at a higher cost and to only 109.53 employees per HR position.

The next page depicts the organization charts of both organizations.

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Director of Human

Resources

M4

Sr. HR Manager

PG28

Employee & Labor

Relations Manager

M3

Administrative

Staff Assistant

PG16

HR Training &

Safety Coordinator

PG21

HR Coordinator

PG16

HR Coordinator

PG16HR Coordinator

PG16

EE REL/Development

Coordinator

M0439-004

G17

CYNS

HR Programs Coordinator

M0442-005

G15

CYNS

OSCEOLA COUNTY, FL

ORGANIZATION CHART 2012

HR Coordinator

PG16

HRIS Analyst

PG19

Sr. Office Assistant

PG7

HR Assistant

PG9

HR Assistant

PG9

HR Assistant

PG9

Marion County Human Resources Org Chart 2012

DirectorPay Grade 28

(7 FTE)

Administrative Staff AssistantPay Grade 13

ManagerPay Grade 21

Training and Recruiting ManagerPay Grade 20

HR Technician

Pay Grade 9

SR HR Generalist

Pay Grade 19

HR Technician

Pay Grade 9

MARION COUNTY BOARD OF COUNTY COMMISSIONERS

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